Industry Breakpoints

October 26, 2015

Companies that are facing industry disruptions are bad enough; during these times leadership faces the most important test – the ability to lead during a crisis. The need of foresight, change and organization design are what true leadership looks like. Some sees this an opportunity to gain power and fulfill their thirst for greed and this needs to be stopped. Because strategic leadership matters… whether through malice or naïveté, those who abuse or tolerate the abuse of leadership place companies at risk.

Poor leadership cripples businesses abilities to accept new realities, correct mistakes and make strategic bets. At lower levels in the hierarchy, the problem was even more severe because in decisions and lack of strategy. Seeing things for what they are. Strong crisis leaders live on the front end of reality and speak in future tense. They recognize systemic drivers and their significance and do not shy away from the consequences of what they see. Foresight and strategic intellectual integrity is a key component of crisis leadership; they think of what is best for the organization, not their own personal or political gain. Poor strategic leadership is often the results of the following:

THE FALLACY OF FORESIGHT

Poor leadership assumes that the climate will gradually improve and things will not get worse. They think the future is predictable and they have a good pulse of the market better than others. Often what they have is groupthink. The reality is things do get worse and they are still reacting to the shift rather than getting ahead of the shift. They could not connect all the variables that are shaping the future of the business and fail to calculate the unforeseen market, industry, technological, social, and behavioral shifts. The fallacy of prediction inevitably led to the downfall of many businesses.

Strategic foresight is often lacking to allow the companies think ahead of the curve. Strategy and detail with speed and clarity. They are able to see the big picture. They can see all of the moving parts and understand what is cause and what is effect. They get below the 30,000ft level and can dig deep into detail without being mired in it. They quickly develop a very detailed knowledge of the issues. This ability further enhances their capacity to view the problem realistically.

THE FALLACY OF SECRECY

Poor leadership believes it is better to shield middle and junior employees from the seriousness of the crisis and radiate a false sense of comfort hoping people won’t read what’s out there. The most common defensive speech usually include 1/ We still a very loyal customer base and they are very loyal to us 2/ We still have a lot of cash 3/ Our product is good and we need better marketing 4/ We are not aggressive enough in pricing. All wrong. Many of these can go away very quickly. Companies should connect their passion points to a foresight-based business strategy that are executable to secure their support and commitment.

THE FALLACY OF ORGANIZATION

Poor leadership usually based them on the notion that a new organization structure is important to formally show the transformation. Any formal organization redesign takes too much time to execute and slow down the transformation. This is the time where they should get rid of people’s title and organize as hubs and networks to executive their strategies. It needs to act as an attacker not a defender. Defender usually won’t survive. Leaders must be strong enough to hold themselves (and the board) accountable for the past transgressions of turning a blind eye from right and poor decisions or indecisions that led to the current state. Current problems are most likely the results of decisions that were made 24-36 months ago. Strong leaders take ownership of the problem and acknowledge that no magic can undo these poor decisions.

They understand, however, that a long-term solution requires the input and involvement of many stakeholders. They identify those individuals and work together towards a solution that everyone can support and can live with. They also need to differentiate from those who take advantage of the crisis by advancing their own agendas even at the expense of the organization. The successful crisis leader seeks out individuals who have a different and strategic perspective on an issue even whose advice may be contrary to that of their board.

Crisis is the time for real strategic leadership. It is the time to deliver bad news when they need to and do it in a way that avoids panic and provides a realistic level of hope for the future. Above all, they are courageous enough to make sharp decisions, act with speed and take carefully calculated risks.

August 31, 2015

In an interesting conversation with clients this week and discussions were around the question: “should companies plan for the distant future (10 years and beyond) and what is needed to get out of a death spiral where a slow death is in the making?”

There is a big difference between growing with age and growing old. With age, it sometimes comes with wisdom. With more than a dozen of C-suite execs that I have worked with or coached, for most of them, the wisdom came one day after they had passed the age of 50. Growing comes with age, which sometimes take away the energy and urge to make radical change. Ask yourself or your organization, the last 5 years your company or yourself should be referred to as a “growth experience” or “aging experience”.

A CEO’s job is to make sure the company is growing with experience” and not “aging with experience”. Company needs constant renewal, the leadership team is expected to generate enough energy to motivate the entire company. You need a strategy to energize and motivate. Not empty speech and propaganda video and banners. Time doesn’t mean we gain more experience. Reinvention, renewal and resetting are mantras for growing experiences. We shape what we become. When companies are stuck in a stagnant mode or worse in a downward spiral, it is because of the experience they have. Not because the new things that they try. They are usually too old (state of mind), conservative, naive and irrelevant and that managerial mindset is holding the company back for serious reinvention.

A look back at many failing leaders’ biggest attempts to bring their companies back for the past 10 years reveals an embarrassing series of missteps, mistakes, and flat-out bad products, culminating in a flurry of poorly-executed uncommitted attempt to create and own a distinct market positioning. Most of the time, the product failed before they are being introduced. No one can do anything at that time. Think about the following:

We have been very good in making this and we should be fine.

We always do things this way. It is too risky for us to change.

Let’s watch where the market is going first. We can wait.

We need to do what Apple, Nike, Amazon and Starbucks do.

We should hedge our bets and try different things too.

Let’s give the market what they want and make sure we have a competitively cheaper offer.

If you do one or a few of the above, you will most likely be somewhere along the downward spiral. For companies to end the spiral of death, it takes more than cost-cutting and requires an orchestrated effort for everyone involved to imagine and see the possibility forward. It is about applying a practical future-oriented foresight to drive strategy and unleashing the company from legacy people, thinking and even management board. There is no place for the “old" in the world of constant resets.

July 10, 2015

Almost all companies at some point face some serious crisis. Sometimes it is clear that the end is near or coming and no can see the light at the end of the tunnel, at least not until you see it. Sometimes you know there is a way out but not sure how.Facing with disruptive changes driven by innovative technologies or shifting regulations, it is clear that the strategy is no longer working. You see the demand of your products is disappearing or new business models or low cost payers are eating your lunch. What do you do?

There is often a short window of opportunity to do something radically different; it has to be drastically different. Any incremental change or window dressing will push you closer to the end. If there’s a chance (there are always chances) of saving the company, make sure your executive team is focusing on three things. Read on.

For decades, I have been studying, observing, advising, and directing companies globally on their journeys to find growth, reignite growth, avoid decline, avoid death and reinvent themselves. Here are the three things you must pay attention to:

The first one is stop and think. Don't push the panic button. Go on a short vacation (go somewhere far) and find some time away from the madness and clear your mind. Think how to steer your organization’s course away from the one that got you into this mess in the first place. Don’t madly run around rearranging the decks chairs on a sinking ship. Find the source of problem and stop the leaking. Avoid hanging to the past, board of directors have different views and industry lifecycles are showing something different. The one thing for sure is what was working in the beginning would not work today and in times of uncertainty people go back to the past and hang on to something that once worked well.

Think what strategy will leapfrog you into the future. What business model options are there and what behavior will impact customer preference in the future. You need to think ahead more. Executive focus on rather short-term horizons due to public pressure in the case of public companies and forget about how important it is to create the future. They assume the same formula that gets them there in the first place can get them there to the future. Or they focus on internal politics and as a result cause inactions. The organizations are operating on old mental models and not recognizing that their business models have expired. They failed to reinvent their core and yet they have no clue on to how to invent the future. There are endless debates and power points but no action to invent the future.

The second one is to give your company a larger purpose. Don't underestimate the power of purpose. It needs to be big. It cannot be about you or customers, that’s not enough. What is your version of “making a dent in the universe?”

To keep people focused and inspired, give them something to work toward. We all need a reason to come to work (at least for the best people) and there is not a more important time to remind them. Otherwise they will leave. We all need a purpose; it is the only thing that people can hang on to through tough times. It is what makes the company resilient.

The third one is maintaining positive emotive energy. People are going to be worried, insecure, frustrated and even angry. You need to care about them and allow room for them to express it while making sure leadership radiates a sense of energy, not fear. Energy doesn’t come from empty words but a real sense of optimism backed by strategy and action.

A sound strategy to bring back the company is what forms the core of the energy and radiates them through open dialogue – not newsletter or email. Don’t drive these discussions underground and make sure all senior executives are available to talk with people. Open communication is important to maintain the trust.

All great companies go through very difficult times at some point and some even have near death experiences. They survive disruptions and even self-destruction in order for them to get to the next level. No companies are immune and anytime we think we are safe we are taking the first step on the path to decline. The concept of core competencies is an interesting idea. Whether the companies’ core competencies are giving products and services unique functionality or building a worldwide distribution, this could lead to a decision with companies avoiding to think "New Game." It provides logic for the strategy but also limiting strategic options. In the strategic making process, competencies need to go beyond the core. It is not a time to be academic. Strategy making is a dynamic exercise that allows you to see the whole system (industry) before you zoom into your value-creating activities.

When companies are on a path of rapid decline, and see the decline accelerating, they go into a panic mode and embark on multiple tactical measures that are not addressing the core problems. Being able to frame the core problems even under extreme pressure is critical and not putting 100% of your energy on things that doesn't matter. All the repeated unsuccessful tactical attempts will drain the company’s resources, human energy and customer confidence until they have no turning point. Maintaining the energy or Chi (Chi is a Chinese word meaning aliveness, life force energy or life breath) is vital for turnaround and it doesn’t matter if you have the right strategy, without the energy or Chi, you won’t be able to execute the strategy.

June 15, 2015

The world is becoming crazier and more exciting as Virtual Realities are becoming more real and the lines between our physical world and virtual word are fast becoming blurred. Next year 2016 will be an important year as companies are finally making virtual reality real with only 2 main players participating on the race: HTC/Valve, Facebook/Oculus will be making VR products available. Microsoft is partnering with both Valve VR and Oculus while Sony is pushing hard not to miss the bandwagon with Morpheus.

The user behavior of VR has yet to come to shape and will be evolving for the next 5 years, the idea of information conveyance is interesting and playing a special role in the realm of virtual and augmented reality. We are learning to design cues in the VR world to tell users where to move or go or to touch. This is still a challenge as don’t think about it that much in the physical world. We walk into a room assuming the chairs are moveable and the cabinets are not. That sense of reality has changed in the VR world. Anything can happen to everything. It is like living in a dream.Those who have experienced the HTC/Valve Vive were completely fascinated by the experience. HTC Vive is clearly ahead of the game.

For VR, unlike 2D gaming or in the real world, we have arrows and signage to tell people where they can go. In the VR world when user is wearing a head-mounted display, the users are actually operating in two realities – the real, knowing that the user is wearing these gears and the virtual, which is so immersive (more so for the HTC/Vive roomscale technology that allows you to walk around the room) and therefore difficult to find a frame of reference.

The question is do we want user to have the feeling of wearing a space suit or simply feeling they are acting as normal with no gears on them? The awareness of wearing a suit will remind people they are in a VR world unless the suit is a normal suit. While body motion sensing is great when body movements are being interpreted by motion sensors as perceived input and turns it into commands and controls. Basically, with this technology, you are the controller.

KOR-FX is making an interesting gaming VR vest that uses acoustic feedback that, in turn, is processed into haptic feedback. Its software analyzes the feedback felt by the user, depending on what’s going on with the on-screen and what the user is doing it with. The controller “acousto-haptics” is to define acoustic feedback that is being felt.

Sixense is another company currently developing a wireless solution to hand input in virtual reality with the STEM System making use of alternating current (A/C) electromagnetic field to accurately track body movements in terms of position and orientation within a radius of a stationary base.

In designing VR experience, the haptic side of things is perhaps the most difficult to address. Oculus has yet to demonstrate an “official” control mechanism for the Rift, instead letting each developer use the peripherals they find most suitable. I am speculating they may end up figure out a visual hand-tracking technology from a front mounted camera. So what is the best way to navigate in the VR world? Input is still a key challenge for VR as a pure look-based movement (turning your heads) supported with some analog input (mouse in your hand as an example) but sometimes the head is looking at a different direction and the hands are not in sync. This can causes problems as if the system is receiving two very different commands.

Expanding information conveyance is still early in the usability learning curve and we are a few years away before arriving at a dominant model. There are still many creative options we can explore and they are not mutually exclusive either. A voice based system guiding the user as an example. Once we start adding social interaction in shared virtual environments, it will explode. Social VR means social presence and this is a $20 billion dollar business at a minimal.

The inevitable evolution of inputs in some form of controllers will keep coming. Xbox and Playstation will need to think how to migrate their current controllers to take advantage of the new requirements (not easy) and we can expect to see more innovation from start-ups including companies such as Razer Hydra from Sixense, or camera-based systems which are limited by the camera’s line of sight. HTC/Valve is also working on some cool solutions aiming to provide the best and not just the first.

Immersive VR systems that alter your sense of physical reality can give user the illusion that you are located inside an unreal virtual environment – or a telepresence - the ‘sense of being there’ or ‘feeling of being there’. In the early 1990s this idea was transplanted to virtual reality, where instead of being at the remote physical environment, the participant was in a virtual environment with a sense of being at the place depicted by the virtual displays.

A Swiss healthcare hybrid MindMaze announced its pioneering move into the VR and gaming spaces with MindLeap. Combining headset-mounted neural sensors and motion-capture cameras, the system is designed to “facilitate neuro-powered immersive virtual and augmented reality” on consoles platforms as XBOX, PlayStation and Android. This is still in development and I am not sure if it can be done soon. They leverage technology developed by the company for a range of medical applications in treating neurological deficits, such as helping amputees control robotic limbs. Neurologial control is still a bit of science fiction and will be a long way before it can be mass commercialized. I like to dial my HTC M9 with my brain some day.

For now, we will be sticking with head-mounted and handheld controllers. They are enough for us to re-create boundaries and rethink presence. Every time you pick up a HTC Vive, you are about to enter a virtual boundary that didn't exist before. Exciting and also scary!

May 29, 2015

All companies go through some kind of crisis at some point but what does it take to get out of it? There aren’t many successful turnarounds in large companies and the bigger the company and the longer the history, the more difficult it is for any turnaround and its success rate is lower.

Harley Davidson in mid-life crisis when Richard Teerlink joined the company in 1981 as CFO, the company had US market share of 15% and reported a loss of $15m. The company was killed by its strong Japanese competitor led by Honda. In 1989, he took over as CEO and returned the company's focus to increasing quality, improving service and producing world-class heavyweight motorcycles. In the end it is the product that turned the company around. Harley Davidson recovered its U.S. market share to 50% and posted annual sales of more than $1.7 billion. Teerlink left his post as CEO in 1997, and served on Harley Davidson’s board of directors for another 5 years. He did a great job as a turnaround manager.

The story of IBM’s brush with bankruptcy is another greatest business comeback of all time. IBM’s problem was that it was quickly becoming irrelevant and experiencing zero growth. The company had also made some bets that didn’t work out. Lou Gerstner took control in 1993 and created more focus in the company. He did a great job as a transformation manager.

One lessons here is not mix up a turnaround with a transformation. It’s very important to distinguish between a transformation and a turnaround. A turnaround involves a company that has fallen off the rails and has executed poorly and still competing in the same product/market space. It takes a tough driven executive to make it work.

A transformation is truly a lot more difficult and takes a lot more deep wisdom with execution playing a secondary role. The company must fundamentally change its mental and operating model. It is a reinvention and companies who are used to doing things their way find it difficult to start doing things differently. This is not a 3 or 6-month initiative. It’s very, very strategic, foresight driven and problematic.

For any successful transformation, it takes leadership rather than management. “I hire people brighter than me and I get out of their way” as Lee Iacocca puts it. I am not sure who said something like “Inventories and supply chain parts can be managed but people must be led.”

I’ve both architected and supported quite a few successful turnaround behind the scenes as strategic consultant in my career, my simple advice for transformation leaders is people don’t just care what you know unless they know that you care. You need to earn that by caring and then knowing. It takes inspirational motivation to motivate managers to commit to the vision of the organization no matter how hard it is to achieve the vision. It also takes intellectual stimulation to foster innovation and creativity to challene the groupthink or yesthink. It is as much an intellectual undertaking as much as an executional exercise.

The world is not ending. Winning for tomorrow requires a vision. Brilliant strategies don’t show up spontaneously particularly for complex and fast moving industries. It comes from strategic dialogues, strategic foresights, options, even failures and mistakes. The ability to see the problem as a whole and then integrate a variety of perspectives and not simple quick fix. There is no simple quick fix.

April 05, 2015

Robert Parker is the most widely known and influential wine critic in the world today. His popular wine scoring system was the first simple way to determine the quality of wine. Parker is known for his preference for powerful reds from Napa and the Rhone and has inadvertently made becoming a wine critic almost impossible, since— in part because of the success of his scoring system. That takes a lot of fun away. Can you imagine we have scorecards for wine, food, paintings, music and dance? We can do that for business but not for art. Wine is art. Well perhaps business is art too!

Getting 90 points means a wine is of superior quality and character and is something you can share with confidence with friends and clients. And they don’t necessarily have to be expensive and sometime can be within reach. If a 90 point wine costs $30 then it is a smart choice. But it should not automatically means that you will like it? Same thing for business, an outstanding business model that delivers above average return may not necessarily be the right business model for you.

Wines rated 95-100 are considered classics, the best of their kind. Less than 2% of the 20,000 wines we review each year earn “classic” scores. Wines rated 90-94 are outstanding examples of their types. Wines rated 85-89 are “very good,” and under 80-84 are “good,” that is, they are clean, balanced and enjoyable. Anything below 80 points are generally not recommended.

I am not a wine expert. But I pick wine for all my best friends. But I think wines can be both good and good value at any tiers. I can recommend good wines that are ranked under 80 and bad ones over 85. For example, if I want a bottle for a weekend dinner with friends, an 85-point wine at $25 to $30 may be a better choice or good enough choice than a 93-point wine at $75 wine that requires five years in the cellar to reach its full potential. There is something call good enough. And it applies to wine, design, marketing and engineering. Over design, marketing or engineering often achieve the opposite results.

You need to understand the wine descriptors and understanding which wine embodies which traits. Scoring is only for general guidance. I find these traits can equally effective to apply in scoring of business strategies and models.

BALANCE

Wine like Pinot Noir needs to achieve a balance between the acidity of the grape against the flavor and texture. For business, you need to look at the business strategy to ensure a balance between investing for growth and delivering earnings. To avoid underinvesting that can cause a downward spiral. Yes you still need to deliver a P&L at an acceptable level in terms of earnings and ROICs but should never be at the expense of staying relevant and jump starting growth.

Recommended: Montecastro, Ribera del Duero, Northern Spain Red.

STRUCTURED

Structure is the framework that supports the elements of flavor, tannin, acid and sugar. The structure dictates the first taste to mid-palate to the finishing flavor. For business, a proper structure ensure there is a flow from ideation of new business opportunities to understanding what market it is trying to serve to the final go-to-market planning. The first taste of excitement of an innovative idea needs to be executed flawlessly and it takes a good structure.

Recommended: Louis Martini, Sonoma County Cabernet Sauvignon.

FRUIT FORWARD

Remember that first sip of wine provides you with the flavor of fully ripe fruit. That’s the kind of wine I like. The fruitiness rushes into your mouth. Fruit forward wines are primarily about the grape / varietal expression, over the expression of either place (i.e. terroir) or winemaking practices such as the use of oak, lees contact or managed oxidation. This is the same for business, customers need to get the sweet taste and delight in the form of customer experience when they first encounter your brand. Companies that do a good job in creating a memorable delight can be ahead of its competitions. In business, it means Delight Forward. Unboxing is a good example.

Recommended: Dehlinger, Sonoma County’s Russian River Valley.

BRIGHT

A wine can be visually bright, have bright aromas, or flavors. In each instance the wine is perceived vividly with high clarity. A business can be bright, it is when the company successfully create a culture of “brilliance” – a lot of common sense in how decisions are made by mid-level management. Bright is independent of experience. The ability to think quick, to look at options, to compare and synthesize—all these skills are particularly important to build a culture of "brilliance". The cycle of exploring, mapping and reasoning, asking the right questions, is really what builds organization capability to think critically and be brilliant. The best companies are always in pursuit of brilliance.

Recommended: Frei Brothers Reserve, Russian River Valley Chardonnay

There are two more attributes in the scoring system: Creamy and Fine Tannins. Anyhow, these scores make it simple for some to look at a wine, But it is actually quite difficult to pin down. Is an 89 good, very good or great? Is there really a difference between wines rated 91 and 93? Knowing that there are inconsistencies, prejudices and palate differences so wine needs to be re-tasted every couple of years. The same case for business, a business strategy that is working needs to be revisited every few years.

"Nothing makes the future look so rosy as to contemplate it through a glass of Chambertin" -Napoleon Bonaparte

February 21, 2015

El·e·gant, an adjective and define or characterized by or exhibiting refined, tasteful beauty of manner, form, or style. Marc Jacob? Chanel? Jil Sander? Hermes? All are unquestionably elegant by design in the fashion world. How about smartphones or interfaces? Can they be elegant? Or what about customer experiences? Can you describe a banking or customer service experience as elegant? Most people don’t.

Is elegant a word reserved solely for tangible product? The design world likes to use words such as “elegant”, “simple” and “user friendly”, many designers understand how to subtract in creating simple and elegant design solutions. Human factors usually subtract more than add. Good designers often take away complexity in objects or interfaces. Design is more than just making things simple. They appears simple but not necessarily simple. Design is the most complicated process but least understood.

Design should be strategic. Being strategic also means being human. 9 out of 10 designers barely understand what that means. Most are trained as design craftsman. There are very few design visionary and I only know a handful of them. They are also very few design managers. And that’s the reason why designers never made it to the boardroom and they complain they don’t have a voice. Because they are not strategic. Design becomes a competitive advantage for corporations when it is used strategically. At a meta level, design connects the dots between mere survival and humanism supporting by the underlying economics to make it feasible to produce and sell.

I have been hiring and mentoring designers (including some of the very best talents) for decades and can tell you which typology they belong in 5 minutes. It is very easy to find designers, it is not too difficult to find good designers, it is very hard to find design visionary. Because they are not trained in design schools. They need to be cultivated.

But there are so much business can learn from design. If the best design can be elegant, then can a business strategy be “elegant”? Or can a particular management style be described as “elegant”? Anything elegant is often simple; not everything simple is elegant. Things that are simple are often user friendly, not everything simple is user friendly. Sometimes complexity is needed. Simplicity has different meanings. Good businesses need to be simple and easy to understand, and that’s the investment criteria for Warren Buffet. Businesses are getting too complex these days and same for design. Long gone are the days where a few talented young folks sketching out ideas in a room. That's a mindset that stops designers from growing up to a highly complicated world.

Design process is never simple, it is often very messy as everyone has an opinion. Don't try to make it simple. But the result shouldn't be complicated. Design needs strong leadership and no different from other disciplines. Design never works in a highly politically environment and as a result you get design by committee – which is a recipe for disaster. Design management is to take the politics out and allow the essence remains. And the process is true to the mission - design to delight and make profits - not one but both.

Design needs strong leadership. Design never works if it is not managed. Best designers perform well in a professionally managed environment. Not the most desirable for many, but it is necessary. Apple design team is professionally managed and same for Mercedes and Burberry or BMW. There is no design without discipline. There is no discipline without intelligence. Strong design leaders are never popular, because they need to cut out the non-sense that designers to hide behind. To force people to unlearn old theories of design.

Designers wants to remain small, fully independent and less disciplined and that’s why most design firms cannot scale beyond certain size and fail after a few years. They want to ignore the commercial complexities and stay pure. I appreciate that too but companies cannot afford it. Unless it is your own business and you don't care about making profits.

Design for elegance is better for design for simplicity. Oliver Wendell Holmes Jr. once said, “I wouldn’t give a fig for simplicity on this side of complexity, but I would give my life for simplicity on the other side of complexity.” Elegance is “far side” simplicity that is emotionally engaging, profoundly intelligent, and artfully crafted to be two things at once: simple and powerful. In today's super connected world, the proliferation of digital devices and experiences require designers to create new ways of harmonizing software and hardware with elegant connectivity – connecting humans in an elegant way. Industrial designers, human interface designers and mechanical engineers need to explore new theories for them to make physical products real and meaningful and elegant. Why elegance? It is not an elusive target? Industrial designers should stop thinking about functional ease and simplicity, that is an over simplify way of thinking design. Some times people love things that are not so easy. Think about your personal relationships, you don’t go for the easiest one, you go for where your hearts is. Design is the same. How do you put love in an industrial produced object? That’s our job.

January 12, 2015

The CES is a good one this year. Everywhere is IoT. And honestly I am little tired of hearing IoT or “Internet of Things” which is estimated to become a $7 trillion industry where thermometers, clocks, garbage cans, toilets, washing machines, watches, smartphones, fridges, baby monitors, garage doors and coffee makers are all connected digitally, allowing seamless interactions and smart living for us. Sensors are cheap and can be deployed everywhere collecting data, unnoticed. Data on how you move around in your home or office, in the gymn, on bike around your community, in a car, in public transit etc. How much water and electricity you use, and when; how much garbage you produce and dispose. And these reams and reams of information will make everyone of us overloaded with big data.

The biggest opportunity is Data Spam Management (just invented an industry). These data streams will drive us crazy eventually if we don’t know how to use them. Might as well turn all of them off. For those who are afraid of cookies that track them on line, it is going to get worse and much worse. When it comes to monitoring individuals and collecting details about their lives, privacy is over. Many people are still uncomfortable and remain to having their data tracked and analyzed. It is hard to define what privacy means in the world of big data. Imagine how much one can find out about you by going through you trash, in this case, your digital trash from sensors and devices that surround you 24 hours.

The world of hyper-connectivity is creating man opportunities for us and also is close achieving the top of a hype cycle. Perhaps itself is a recycled product of formerly known as the Smart Home or Smart Appliances. 90% of new products are merely solutions looking for problems and there are no unmet needs. Nest is a lucky case and there are not that many lucky cases for people to hit the Jackpot. When people enter this industry, they first need to understand the emerging behavior as a result of big data and what does it mean to have them. And how it can shape our behavior? And what is the behavioral economics at work? What industry will it power up and who will benefit from it? Who owns the data gateway? I can go on and on for a day.

I am not an early adopter but I buy all these tech junks for my friends to try. I am really not interested in the thermostat. I am not interested in an Internet enabled door lock and for this one, I am sure I will be the last adopter. To create devices that can connect is easy and anyone can enable any objects with some kind of connectivity be it Bluetooth or Wi-Fi. But it takes some strategy to make sure you have a real customer value proposition.

The business opportunities for IoT are undeniable, but most of the visions out there were either overly simplistic or flawed and ultimately unworkable. The number of connected devices is expected to grow 18% each year for the next seven years and people couldn’t wait to have their “things” get connected. Beyond the hype, most will question the value and will understand the total costs of ownership. Buying an old fashion clock, toilet or door lock is easy. We can be sure that they will not break (most of the time) and needs very little maintenance. But when these become electronics, it will be a very different game. There is a cost to maintain (making sure they remain connected and receive update etc.) and needs to be replaced in a shorter period as technology moves fast. Way faster than they redesign your toilet or old fashion thermostat. The true value comes from larger companies designing integrated architecture so the orchestration of these appliances large and small can create a new level of convenience and delight. The oppotunties are not for everyone. The rest are just playing in the IuT game.

December 31, 2014

This marks the end of another year. A very busy and fruitful year for us. Personally I was on the road for more than 200 days and I need to take a break - perhaps 3 days. What about my New Year's resolution? I need to cut down on drive and email. I need to cut down on attending unprodcutive meetings. I need to find three people to mentor that they can become the best. I need to revisit places from my childhood that were memorable. I need to back up my hard drive (I am 96 days behind). I need to produce a mini feature film and shot entirely with my HTC phone. I need to cut down on my public speaking. I need to have more discipline on getting enough sleep.

For companies, it is time to think about growth. Every company wants growth and it is harder and harder to come by. Many companies are busy defending their shares and don't even the luxury to think growth. The most successful growth companies adopt at least four best practices:

Earn the rights for growth (business design/cash flow/business architecture etc.) and first focus on the core

Understand discontunuties and when is the next S-curve coming

Always think like a designer and think "customer value" first

Seeing the whole opportunity horizon and understand what it means

A common mistake is comanies jumping into some cool ideas that are simply just novelty and blindly believe that it is growth. The secret for growth is having a robust strategy. Here I will share a little of my secrets or not so secrets. Before that I want to make sure you know that easiest way to fail is by jumping into the future without figuring out a path to get there. You must have a plan. A plan that shows the whole opportunity horizon (built-on-robust foresight) and careful analysys of the industry economics.

There’s no magic solution to jump-starting growth. Growth is a strategy but also a mindset, it depends on how you see and shape your future by the action you take today. It takes more than a vision. It goes beyond just having the best product on this planet. Best product is no gurantee of success today. Often good enough products stand a better chance.

Remember, some used to say that strategy is about “Speed, Price, Quality – just pick two.” I’d tell them, even if you picked them all, it is still not enough. You need to pick, “Speed, Agility, Focus, Quality, Relevance and Price”. Not one, but all, if you are playing to win. Despite popular books and articles may be telling you to try and fail often and even to celebrate failure, I don’t buy those ideas at all - these are excuses for people taking uncalculated risks. Risks are not just unavoidable, but needs to be managed. It needs to provide a calculated return, and not just say take risks and fail fast. That’s for amateurs.

Companies need to understand the full spectrum of their opportunity horizon. And once it is understood, then it takes focus. You also cannot just react to the future because by sitting and waiting you will miss it. You also need to understand the opportunity horizons that you are looking at and how each horizon can be impacted by different degrees of uncertainty. It is more than just aspirations; it takes strategic thinking and a lot of sense-making. After all, corporate strategy is a game of sense-making and organizing for the future. Yet there are multiple futures and the trick is how do you decide to play just one or more than one. This is the part that is difficult for many as they see strategic planning as a mechanical and linear exercise.

First we need to look at the future through three different opportunity horizons then we have a pretty good picture on what is needed and how to act to positively impact a winning business strategy. When we look at successful companies that often playing in different horizons while not necessarily winning all, there are a lot of common factors. But that’s a much longer post to write and for today, let’s look at these opportunity horizons in three stages:

Opportunity Horizon 1: Redefine and reinvent the core. This is about rethinking the core and how to make it relevant. Or how to defend against low-cost high value competition etc. At the minimum it needs to stop market share erosion and if done properly it should be able to jumpstart growth. Reinventing the core requires going deep into the company's core belief system and to realign it with what's going on.

Opportunity Horizon 2: Extend core businesses into related adjacencies. Companies should expect 20-30% of their revenue to come from products or services that didn’t exist today and they should share some economic synergies with the core. Not only should it deliver additional revenue, it should enhance the core to strengthen its portfolio.

Opportunity Horizon 3: Initiate strategic transformation. At this stage, the company should in a good position (both strategically, organizationally and financially) to invest in full transformation, which includes shuffling of business units, assets and markets. Not every company can afford a transformation and they need to earn the right to do so. Many make the mistake of starting a transformation on day one when the company was not in any strategically or financially sound position to do so. Transforming without a stabilized core is a recipe for failure.

I have helped many large companies to orchestrate growth and it takes more than creating continuous alignment and killing projects that are sucking up resources. Killing projects that are not strategically aligned means signaling a changing behavior. A lot of energy is needed to deal with changing legacy behaviors — those that are expended toward the old strategy and not the new strategy. Companies often run on auto-pilot without even knowing it.

Implementing a growth strategy means one must balance activity between constant reinvention of existing current management practices and fostering behavioral change to prepare for the new. It means they should challenge managerial assumptions about how do get things done, what risks to take and the rationale behind them, and develop a list of desired or optimal behaviors that align with strategic goals, and have managers create a “let it go” list of legacy behaviors to eliminate. It is about getting rid of the old and creating new ones all at the same time. Perhaps that is the plan for the New Year.

November 15, 2014

The world is suddenly obsessed with smart technologies and this time around it seems unstoppable. Our everyday electrical and mechanical industrial object will now be occupied and ran by software and connected to the cloud. It also means each object (as small as some smoke detectors and as large as automobiles) will now be equipped with tons of sensors and can be able to adapt to different environment and individual needs.

It is essential that the next wave of industrial revolution will make us more efficient and empowered (and more human I hope), and data will be at the heart of this revolution. That's another big conversation. All the Nest, GoPro and Beats received multi-billion-dollar valuations through private investments or acquisitions and everyone is wondering why these hardware companies suddenly in such high demand. Because hardware and software are going through different commodity lifecycles and now software is becoming a commodity. They used to be difficult and expensive to develop and even to deploy, that that is changing. It is hard for software company to get into hardware much as hardware companies struggle to get into software. Hardware cannot be done by a few geeks in the basement, and involves massive R&D and specialists including megatronics engineers, electrical engineers, industrial designers, wireless engineers and usually takes a longer time to develop.

Software you can fix it with a download, and hardware you can’t. They are massive supply chain challenges when it comes to logistics and component supplies. The value of firms who can marry software and hardware will have a competitive advantage over their competitors. Essentially everything we use today will be fitted with some sensors, processors perhaps, and may be a screen and will recarnate and become of Internet of Things. For the last three decades, software engineering has advanced to a state that sophisticated codes can be embedded into machines. And the availability of cheap sensors and super powerful processors is powering this cycle of data revolution. All of a sudden, software, hardware and communications infrastructure are advancing us into a new era. Old world manufacturing + low cost computer processing + ubligious computing + cloud = smart new world and many cool products.

It sounds like the Apple story all over again, does it? The hardware and software integration capability of Apple, the ecosystem, the brand and user experience are now not only inspiring consumer gadgets company, not it’s influence is beyond its own industry. I know this is an overused story, but he Apple influence is still here, and perhaps it will be here for a long time even when the company stop creating great stuff one day. Microsoft ex-CEO Ballmer saw that coming in 2012 in a letter to shareholders. "It's important to recognize a fundamental shift under way in our business, we see ourselves as a devices and services company." Microsoft had the strategy right but couldn’t execute it fully with the exception of X-Box. Microsoft’s future revenue will still be coming in from software and it isn't going to change anytime soon. The transformation from software to hardware is harder that you think.

The idea that hardware is now the new software is pretty real. There is a business model implication here. These hardwares are mostly priced between $100 to $250 and they a gateway and great way to sell software. We are seeing a revival of hardware and this time, it is hardware first and software and then date on the cloud, it will bring new technological advances in cloud-powered hardware that boosts productivity, efficiency and manifests as beautifully designed objects that fit into our hands and homes.

October 12, 2014

When I was at a GoPro event earlier this year I saw how the crowd reacted to it and it is more than a product, it is now a movement. The little mountable camera is a brilliant example of how innovation can shape the industry structure of digital imaging and created a new path of growth under the radar screen of all big players from Canon, Nikon, Sony, Lumix and others for cameras and the Logitech, Microsoft, HP and others for video cam.

This little wearable camera company did an amazing job (now a US$10 Billion market cap company) invented a completely new category. The digital camera business is in decline while smartphone replacing low end cameras and more affordable DSLR and micro-four-thirds are driving margin out of the industry. GoPro managed to innovate based on a simple unmet needs. A perfect example of taking advantage of a corporate blindspot.

GoPro has been developing wearable technology devices "before they were cool." Nick Woodman developed the first GoPro camera in 2004; it was a film camera that could conveniently be strapped to a person's wrist, allowing users to easily snap a photo of memorable moments in action. So people don’ t need to put their cameras inside a waterproof bag. It’s the age of the selfie, GoPro are enabling video and action selfies. They are the best (and until recently the only) tools to be used to bring authentic and extreme actions to share with everyone. It is an answer to our needs to share moments and capture experiences. It is the defacto adventure broadcast system. The accessories system is impressive and that is part of the reason for their success.

GoPro's success stems from its ability to use consumer experience as advertisement. Customers are basically marketing their products. Otherwise it cost tens of millions to produce those. Now the National Football League is launching a digital streaming network, called NFL Now using GoPro. This NHL season, you'll be able to experience hockey from a whole new perspective -- the players'. The NHL is teaming up with GoPro to provide footage of certain plays from the perspective of goalies and stick handlers. Now you'll be able to experience hockey from a whole new perspective - the players'. Yes, they've just reinvented sports broadcast. Think about it, it is more than a hardware company selling a commoditized product (video camera) that can be easily produced at half the price, and GoPro is not just a sports cam anymore.

GoPro is as much a content and media company as it is a hardware company. GoPro's lightweight HD devices and content management/sharing platform - through GoPro Studio and the GoPro App - enables users to capture, edit, manage, and share. So it is offering a full solution. The barriers for entry to compete with them is very high, it is not just hardware anymore but also brand, content and full suite of editing software. It is in fact in the business of content capture and delivery. In addition to the Xbox, new platforms have enabled GoPro to stream its videos on airline Virgin America through a dedicated channel.

Companies including Garmin, Polaroid, Sony and HTC are all joining game. Their products would have to be overwhelmingly better than GoPro’s for GoPro users to abandon their brand loyalty, which is hard. HTC is playing a different game and the product is uniquely different targeted for the non-consumers. This is a way smarter strategy than Sony and Garmin who try to compete head on. Panasonic's 4K solution was a joke.

HTC’s strategy is like Nintendo’s strategy with Wii in the early days (huge success unfortuantely they couldn't sustain) competing for the non-consumers. They opened up new markets not targeting extreme gamers but for family and casual gamers. HTC RE is playing a similar game and stands a good stance to carve out their niche. Or perhaps that niche is 80% of the market that are non-consumers. How many people actually do extreme sports? 10% or 20%? HTC RE will need to compete on a different model.

The HTC RE is a clean and simple product which is the opposite of GoPro. HTC's design philosophy is that users are all trapped behind the screens of our smartphones when we capture important moments in our lives, whether that's a sports game or a fashion show. HTC RE is lightweight, simple, and out of the way so that allegedly, documenting your life doesn't stop you from missing the experience. It is still very early stage in the game and whether GoPro will continue to dominate the category or it will fade away like the first MP3 player Creative Technology Ltd., we will have to wait and see.

Porductwsie GoPro range has a fixed f/2.8 aperture, the same as the HTC RE Camera, which should good enough in most lowe light conditions. Both feature an ultra-wide angle lens to capture a broader view than point and click cameras or smartphones. Both are supported by a good range of accessories. Both pair up with apps that can be used as remote control and viewfinders. In terms of look... that depends on what you wear. If you wear Roxy, Nike or Columbia you most likely will buy a GoPro. If you wear Y3, G-Star, Converse, Anthropologie or AX, you will most likely buy a HTC RE. Or you can have both.

September 16, 2014

Everyone is looking for a breakthrough. The massive shift in generation differences in consumer behavior and rapid technological shift are casuing many companies to fail.... and it will happen fast. Companies that are stuck in their old mental model cannot breakout for many reasons. It is usually a combination of all that causes them to be irrelevant. It includes leadership’s blind sight, organization legacies and lack of foresights and the list goes on and on...

How often companies can act swiftly and not taking a wait and see attitude? All the time. It takes strong leadership to take bold decisions even though they feel fear while making these decisions. Here are a few ideas, which I often make accessible to a my select clients. How do breakthroughs happen? It is not just luck or strategic thinking. Can they be engineered? Are there preconditions? Or is it a skill that we can develop and learned? When companies are stuck whether in an old paradigm of doing business or a legacy business design, they need breakthrough.

Exploring the “Grey” area. The central core of organizations contains beliefs that were built up over the years and a value system that provides us with perspectives of the world and forms the grayscale of our personality. Seeing the world in black and white is terribly dangerous. Sticking to your core does not mean you should not understand the ‘grey’ around it. Making explicit attempt to push the “grey” area of what consider your core.

Anticipate and Leverage Moments Most breakthroughs don’t happen through excessive rationalization or planning. In fact, almost all breakthroughs are sparked by “moments.” This is one of the things I teach people about looking for breakthroughs. The process of finding any breakthrough – whether in business, technology or design – often involve immersing oneself in large amounts of data and extensive debate and synthesizing information. Most people fail to see the moments when they happen or fail to capture them. I have a long list of things you can do to maximize it happening.

Expand Awareness through Emotions. There is so much myth about emotions; we often associate them with the extreme cases when we overreact or how they prevent us from making the right decision or making us too aggressive with the things that we want. These are all true, but emotions also have a positive side – if you know how to use them. Emotions are our inner sensors at work, sending us weak signals from the outside. It triggers our desire to heighten our senses as our whole and even affect our brains in memory, basically expanding the operating parameters of our cognition. It helps us take in more information, store them in a deeper place inside our mind, hold multiple ideas in mind at once, and layers a feeling over objects and situations.

Imagineering as Daily Ritual. Unless you’re in the business of creative production such as film, animation or video gaming, most likely you don’t have a need to use imagination in your daily work. But imagination is not a tool we can call up on demand; we need to practice it every day in order to maintain our ability to imagine. Imagination is a major part of how we frame and solve problems. The practice of applied imagination (or imagineering) can increase the number of creative options available for a specific problem that we’re trying to solve. Imagination is part of our subconscious way to assist with idea generation. You’re not so much thinking of specific ideas of how to solve a problem, but rapidly and randomly envisioning what might be, what could be, and what couldn’t be. It's very easy to compare creativity and knowledge in an abstract, metaphorical sense – but we know that our imagination is developed from the knowledge we gain in the experiences of our daily lives and little encounters.

Practice Design of Meanings. Try to design a breakthrough project or pilot activity for yourself as experiment. Some breakthroughs are sparked by eureka moments based on insights – but far more are based on design. Design-driven innovation is spurred by thinking about possible breakthrough features, meanings and product languages that could emerge in the future. This cannot be done by talking to consumers or looking at current user behaviors. Consumers can’t really imagine radical futures, as they are anchored and invested in the current one; thus they are not helpful in anticipating possible radical changes in new product meanings. Big breakthroughs don’t necessarily come from disruptive applications or advanced functions; sometimes it’s new meanings that shift the universe. Think about how every one of the everyday objects that we see around our home can be transformed: instead of being simply functional, consider how to turn them into symbolic objects of irony, desire and affection.

June 04, 2014

Amazon has been working on a number of cool devices for a while. The temptation of playing the hardware game has always been there beyond just the e-reader. This month they will finally be unveiling a new device and there are plenty of rumors out there on what it actually is.

It is most likely going to be a Smartphone. Mostly made by Foxcom. Most like not producing any profits for Amazon. Most likely supported by a suite of Amazon Cloud based services. Most likely to be below the standard set by Apple, Samsung or HTC. But it will be a Smartphone that has some distinctive features, including 3D capabilities projecting 3D objects as part of its interactions. It will be using gyroscopes, accelerometers and other sensors to power the experience. Most likely mid-range specs such as Qualcomm Snapdragon 801 processor and 4.8 inch display (keeping cost down) and many advanced camera functions; likely using 3-4 cameras and a Sony sensor. It will be a futuristic experience with 3D gestures controls. Gimmicky or not, we will have to see.

Smartphone adoption has reached its maturity but everyone is pushing new ways for consumers to use mobile devices. Average prices will drop a further 15-20% and the top end will come under pressure. Android market share will stabilize around 70%-73%. Amazon certainly thinks it is not too late to play the game. Every player will not give up on it and will try innovative ways to jump-start a new S-curve for the Smartphone. Even Apple is struggling. What new applications and new interaction paradigms can they think of that are considered unthinkable today? We are working hard 24x7 on these ideas.

Back in 2010 there were around 180 Petrabytes a month of data moving through the networks from a single user and it was mostly voice, and today with streaming video, social media use and mobile gaming - now averages 1,900 Petrabytes a month and is expected to grow at least 40%-50% every year thanks to additional wearable devices. It means by 2020, in a week’s time, five Exabytes of information will be sent by the average Smartphone user. Traffic problem ahead.

June 01, 2014

How do breakthroughs happen? Can they be engineered? Are they pure luck? Or are they the result of skills that we can develop and improve upon over time? Along with the fear of the unknown and the pressure to make it happen, breakthroughs come with an incredible sense of possibility and satisfaction.

The experience of uncovering a breakthrough is exhilarating and hard to explain. It’s a sense of not knowing exactly where I am going, but knowing that I am going somewhere. Here’s my secrets to achieving breakthroughs:

Preserve the “Me”. The world we're living in today seems to be a completely different one from 10 or 20 years ago and a crazie one. Sometimes I wonder if the world is really changing that fast at a break-neck pace. There is a notion that if you can’t change the world you should change the way you look at it, but I don’t like the idea of changing myself according to the world and adapting to it. The central core of what’s “me” contains beliefs that we’ve built up over the years and a value system that provides us with perspectives on the world and forms the grey scale of my personality. Black and white only exists in film, photography and my Prada suit; seeing the world in black and white is terribly dangerous. The person who views things only in black and white will always be miserable or unsuccessful in whatever they pursue. That’s not and never was the rule of the universe. Sticking to your core does not necessarily mean you are not open to the world. It means you open the world to “you” and everything you experience adds one more layer of sophistication to the “you” and heightens your awareness and sense of being. Any personal breakthrough need not give away or suppress the “you.” What you experience every day should make a beter “you.” Breakthroughs require the “you” in “you.”

Anticipate and Leverage Moments. Most breakthroughs don’t happen through excessive rationalization or planning. In fact, almost all breakthroughs are sparked by “moments.” This is one of the things I teach people about looking for breakthroughs. The process of finding any breakthrough – whether in business, technology or design – often involves immersing oneself in large amounts of data and extensive debate and the synthesis of complex information. Most people fail to see the moments when they happen or fail to capture them. I started working to facilitate these moments a long time ago, making them happen more easily and more often. How I ask questions and how I push people to their limits (as I do with my staff) is one way that I try to help them to experience moments. I feel bad for sometimes being seen as critical and demanding, but that’s how I get myself and others to create those moments.

Expand Awareness through Emotions. There are so many myths about emotions. We often associate them with extreme cases where we overreact, when they prevent us from making the right decision or make us irrational pursuing things that we want. This is all true, but emotions also have a positive side if you know recognize and respond to them. Emotions are our inner sensors at work, sending us weak signals from the outside. They trigger how we expand the operating parameters of our cognition, help us take in more detailed information, hold multiple ideas in our minds at once, and ascribe meaning to the things, people and events in our lives.

Imagineering as Daily Ritual. Unless you’re in the business of producing film, animation, video games or other highly creative outputs you most likely don’t have a need to use imagination in your daily work. But imagination is not a tool we can call up on demand; we need to practice using it every day in order to maintain our ability to imagine. Imagination is a major part of how we frame and solve problems. Much like yoga, tai chi or voice training, imagining requires that we put in practice time in order to expand our ability. Applied imagination (or imagineering) can increase the number of creative options available for specific problems that we’re trying to solve and help with tasks like ideation. Rather than focusing on developing ideas or how to solve a problem, Imagineering is about rapidly and randomly envisioning what might be, what could be, and what couldn’t be. It's very easy to compare creativity and knowledge in an abstract, metaphorical sense – but we know that our imagination is developed from the knowledge we gain in the experiences of our daily lives and works by employing that information subconsciously until it’s ready to break through into awareness.

Practice Design of Meanings. Try to design a breakthrough project or pilot activity for yourself as an experiment. Some breakthroughs are sparked by eureka moments based on insights – but far more are based on design. Design-driven innovation is spurred by thinking about possible breakthrough features, meanings and product languages that could emerge in the future. This cannot be done by talking to consumers or looking at current user behaviors. Consumers can’t really imagine radical futures, as they are anchored and invested in the current one; thus they are not helpful in anticipating possible radical changes in new product meanings. Big breakthroughs don’t necessarily come from disruptive applications or advanced functions; sometimes it’s new meanings that shift the universe. Think about how every one of the everyday objects that we see around our home can be transformed: instead of being simply functional, consider how to turn them into symbolic objects of irony, desire and affection.

March 23, 2014

I recently took my strategy and innovation class out of the classroom. Guess where we ended up? A safari or a zoo (whatever you want to call it). What’s a better place that teaching strategy where you can see the survival of the fittest. It was a suggestion from my students.

History is filled with examples of animal species with Dinosaurs as the lead example that were made extinct by their inability to adapt environmental change and the prediction from scientists is that there are more to come. An alarming finding that was published in the scientific journal Nature that suggested more than a million existing species could be extinct by 2050 because of climate change. Probably 80% of those species we have never heard of.

Can studying why species in the safari went extinct provide us with lessons for business? The answer is a yes, the first being that not everyone will survive. Everyone knows that but the big question is how to make sure your company is not on that list? To survive, it means understanding what is your food chain. There is a simple food link between two animals and many animals struggle to obtain adequate amounts of their particular food(s) and cannot simply change their diets as other foods becomes available and ultimately face extinction. For business, the lesson is about your revenue streams might not sustain as the industry structure shifts and you need to reinvent your business models. Companies needs to change diet before they run out of food.

The second lesson is to know your role in the food chain. Some animals in the jungle can eat both plants and each other, as well as use each other for shelter and nesting. Companies need to learn to use other companies by way of strategic alliances to shelter competition to increase their chance of survival especially for those who are not in a position of influence the market. Think about what these terms like predator, prey, continent, climate, and habitat means in business strategy and what role does your company play? Darwin suggested that extinctions were a prolonged and often undetectable process. It is true for business as people or animals in the jungle don’t see survival in a strategic manner.

The third one is understanding your competition and their innovation capabilities. Companies should not just worry about the external change such as discontinuties but need to be aware of the evolutionary potential of other companies or species if we are talking about the safari. Animals cannot do that because they do not posses the intelligence, nor will they hire consultants - but companies can. It is the practice of strategic foresights, what we do that to ensure companies can engineer their own evolution and create their most favorable conditions for that to happen. Someone once said “The rules of the jungle do not apply to those who wrote the rules of the jungle." There is a lot you can learn by spending a day at the safari with me.